Skip to main content

Pitch and Jamala: Experiences creating brand equity

Jamala Wildlife Lodge and Pitch Music & Arts Festival demonstrate how adding experiences to the co-creation of value is an effective way to create and build brand equity (‘CBBE’). It can help with the creation of brand equity by (1) creating uniqueness and personality essential to building brand meaning, (2) creating an emotional experience that fosters positive brand responses, and (3) encouraging intense and active relationships through the co-creation of value. These three reasons will be discussed and applied to two different Australian brands which use experiences as a main strategy to build CBBE; Pitch Music & Arts Festival, and Jamala Wildlife Lodge.



Personality and Values
I believe that using experiences as an addition to the co-creation of value allows brands to share their personality and values with the consumer, as they are an effective method of demonstrating sincerity, excitement, competence, sophistication, and ruggedness (the five dimensions of brand personality). This is more difficult to achieve with tangible products by themself. Jamala Wildlife Lodge demonstrates uniqueness through the personality dimensions by offering hotel accommodation experiences with exotic zoo animals, this highlights its uniqueness as a brand.



Emotional Response
It is clear that consumer feelings are an important component of ‘brand response’, I believe that offering experiences to the co-creation of value has the strong potential to create emotional responses which affect the customers feelings about the brand (Schmitt, 1999). For example, Pitch Music and Arts Festival (‘Pitch Festival’) is a five-day remote camping festival featuring a range of different musical events designed to create excitement and an emotional response. The uniqueness of the event, in combination with the widespread use of drugs literally designed to induce intense euphoria (which is not part of Pitch’s marketing strategy I assume), mean that it is no wonder that Pitch Festival has strong brand equity and a reputation for being the most enjoyable festival in Australia.



Encourage Relationships
Finally, I believe that using experiences in the co-creation of value allows for the creation of  intense and active relationships at the pinnacle of CBBE (Keller, 2001) and that these help the consumer to create a sense of belonging that extends beyond the personal experience to their social and cultural identity (Schmitt, 1999). Pitch Festival, like Burning Man in the United States, thrives on community input into the experience. Each year, artists and festival-goers actively volunteer to design and set-up the performance stages. This sense of community derived from active engagement is instrumental to the success of Pitch Festival, and demonstrates how customers are behaviourally loyal, and have an attitudinal attachment to the brand.



Final Thoughts

Jamala and Pitch Festival demonstrate how using experiences in the co-creation of value is an extremely effective way at building brand equity because: it allows the brand to demonstrate their personality and uniqueness alongside the consumer, the experience journey with the consumer allows for the development of strong emotional responses to the brand, these responses can lead to the development of active relationships and consumer brand resonance. As demonstrated, this is often easier to achieve through experiences, rather than more tangible offerings.

Comments

Popular posts from this blog

How Can Spotify Build Brand Equity When Music is Free?

Spotify can build brand equity as effectively as Zara, and similar brands, despite the fact that its basic offering is free and intangible in comparison. It does so because, in comparison to Zara (1) it still has the ability to develop strong brand salience, (2) it can demonstrate brand meaning through performance and imagery, and (3) is extremely effective at developing brand resonance through community engagement. Can Spotify Build Brand Identity as Effectively as Zara? Spotify is in a position to develop brand salience (brand awareness) because it can clearly describe what service category the brand competes in, and can ensure customers know which of their needs the brand is designed to satisfy (Keller, 2001). When compared to Zara, although both operate in different industries and provide for different needs, both are in a position to influence the likelihood they will form part of a customer’s usage consideration set, which is an important function of brand salience. Spot...

The Battle for CBBE: How do Other Theories Compare to Keller?

I believe that the CAA Integrated Brand Equity model by Wang et al (2008) is the best modern support for Keller’s CBBE model, and best focuses on the future of this theory. I will compare Keller’s CBBE pyramid to five different customer-based brand equity models, particularly, I will discuss how Aaker and supporting journals differ from Keller’s model, and will explain how these differences might manifest in marketing practice. Aaker (1992) Aaker’s model conceptualizes brand equity as consisting of five different dimensions used to create value. These dimensions are: (1) brand loyalty, (2) brand name awareness, (3) perceived brand quality, (4) brand associations, and (5) brand assets. I think that while Keller’s model focuses largely on emotion, Aaker believes CBBE is built primarily through recognition. Therefore, Aaker believes that the most successful brands are one that drive recognition (e.g. Disney) while Keller believes that the most successful brands are ones that drive ...

How Zambrero Can Rebuild Brand Equity in the Covid-19 Era

Zambrero, a brand which has lost significant brand equity over the past four years and is currently struggling with the ramifications of Covid-19, has the opportunity to rebuild brand equity by focusing on brand performance as a component of the CBBE pyramid (Keller, 2001). The Covid-19 crisis presents an opportunity for this brand to build brand equity by focusing on (1) secondary features, (2) product reliability, and (3) service effectiveness, efficiency and empathy. This blog will detail the ways in which this brand can accomplish these goals. We Keep It Clean! (Hygiene as a Secondary Feature) For me, one of the most important considerations I take into account when ordering take-away food during Covid-19 is the hygienic standards of the product producer. I believe that Zambrero can enhance the perceived quality of their food by developing superior hygiene standards in both the preparation and delivery phase, and marketing these standards through food-delivery applications, and ...